1. The Role of the CIOs in Korea ’ s Public Sector Kijoo Lee Senior Information Officer ISGIF, the World Bank Sep 22, 2004

2. 2/8 Thailand, Senegal China, India Korea(before CIO introduced ’98) Italy, Sweden Korea US,Canada, Singapore, Korea - 부처 및 기관간 경계없는 온라인 서비스 제공 1 st 2 nd 3 rd 5 th 4 th  Limited access to information  Periodic update of contents and information  Communica- tions thru e-mail  Provision of online application form  Online processing of documents (visa and passport issuance, birth and death registration)  E-payment of tax and fees  Provision of integrated online services Emerging Enhanced Interactive Transactional Seamless (Source : UN, Benchmarking e-Government, June 2002) Current Situation of E-Gov in Korea

3. Sep 22, 20043/8 Implementing CIOs  Background oEstablishment of Nat’l Info. Promotion System(’94~’96) ICT Ministry (MIC) and Informatization Planning Office in MIC Informtization Promotion Act Informatization Promotion Fund Informatization Promotion Committee (Chair : Prime Minister, Member : Ministers, Secretariat : MIC) oNeeds for coordination within and across ministries oWeak positions and authorities of chiefs of IT divisions oBig private companies introduced CIOs

4. Sep 22, 20044/8 Implementing CIOs (cont.)  Designation of CIO (’98) National CIO : Minister of MIC (de facto) CIOs of Ministries : Designated assistant ministers of planning and management as CIOs CIOs of Government agencies : Designated director generals of planning and management as CIOs  CIO Council (’98) : Composed of CIOs at national level

5. Sep 22, 20045/8 The key roles of CIO  Planning, prioritizing, coordinating and executing ICT initiatives and projects  Acquisition, allocation of ICT resources like budget, facilities and manpower  Reengineering business process  Enacting or revising regulations to make E- Government projects in effect

6. Sep 22, 20046/8 Success and Lessons  Success Facilitated E-Government projects thanks to CIO’s strong authorities and leadership (generally 3 rd person in ministry) Allocated more budget and human resources in ICT initiatives and conducted business reengineering process aggressively Improved coordination among business bureaus Increased knowledge and ICT facilities sharing  Assistant minister of planning and management is responsible for planning, budget, and organizational operations

7. Sep 22, 20047/8 Success and Lessons (cont.)  Challenges and Lessons CIO’s deficiency in ICT knowledge and experience Deputy CIOs (staff of ICT division) with ICT expertise haven’t sufficient work experience in business groups ICT is considered as secondary job by CIO Difficult to recruit experts in private sector to government CIOs Functions of CIO Council overlap with those of Informatization Promotion Committee

8. Sep 22, 20048/8 Implications  Strengthening leadership and coordination is key to success in E-Government  CIO itself is not the unique way to strengthening leadership  It is not easy for CIOs to keep ICT expertise and leadership  Success of CIO system depends on not only top government officials’ (President, Ministers) strong willingness and commitment to E-Government but also support and cooperation of heads of business units